Some key points made in the document include: 1. Kaizen aims to make incremental improvements to simplify processes and drive radical change through quick projects. 2. A Kaizen Blitz is a focused, short-term event (typically 5 days) to drive major improvements in a specific process. 3. The Kaizen Blitz process involves forming a team, understanding the current process, designing and implementing the new process, and establishing controls to sustain improvements.

1. GOLD MINING WITH
KAIZEN BLITZ
Worcester APICS Chapter
February 9, 2012
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2. CREATIVITY
“You can’t solve problems with the
same mind that created those
problems in the first place.”
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3. KAIZEN
1. Helps simplify existing processes with
minimum money and maximum use of people
2. Strive for radical change in basic processes and
work flows
3. Driving results in continuous quick hitting projects
linking and accumulating these projects into major
improvements in a specific value chain
4. Objective is to achieve incremental improvement to
create more value with less waste
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4. Primary Barriers To Lean
• Push Back from Middle Management
• Lack of Implementation Know How
• Employee Resistance
• Supervisor Resistance
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5. Kaizen Gold Mining
• Presents A Team With:
 How To See
 How To Think
 How To Feel
 How To Rapidly and Effectively Deploy Their
Improvement Ideas
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6. FINDING THE GOLD
• Investigate Where To Mine
• Have The Correct Tools To Mine With
• Know How To Mine
• Know When You Find The Gold
• Develop Processes For Continuous Results
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7. WHERE TO MINE
• Select A Clear And Measurable Project
• Management Support and Management enthusiasm
• Satisfy A Perceived Business Need
• Select A Visible Process
• Select A Confidence Builder
• Make It a Team Effort
• Management Support Of The Teams Change
• Simply Easy To Understand Process
• People Based Project
• A Self Contained Project
• Allows contribution by all employees – not a technical exercise
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8. KAIZEN TOOLS
• Education And Training
– Process Mapping
– 5S Process And Audits
– 5 Whys
– Time Observations (Walk the Gemba)
– Load Analysis
– Design of Experiments (DOE)
• General Observation
• Lean Tools (SMED, Pull, Mistake Proofing, Standard work)
• Kaizen Education
• Visual Controls
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9. Ten Kaizen Principles
1. Get rid of old assumptions
2. Don’t look for excuses
3. Say “No” to the status quo
4. Don’t worry about being perfect
5. Dose not require money
6. If something is wrong, fix it on the spot
7. Gold Mine for good ideas
8. Ask “Why” 5 Times
9. Look for wisdom from the group
10. Never stop doing Kaizen
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10. Selecting Kaizen Projects
•What to avoid with initial projects
•Out of control processes
•Unreliable equipment
•Incapable equipment
•Interdependent processes
•Improvement is not seen as necessary
•A process that may soon be obsolete
•Process producing “C” items for “C”
Customers
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11. Types of Projects
• Productivity improvements
– Typical goal: improve productivity by 30%
• Changeover or setup time improvements
– Typical goal: reduce setup time by 90%
• One piece flow
– Typical goal: reduce inventory by 50%
• Pull system projects
– Can be difficult as initial projects – get experience
first!
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12. The Team
• 3 to 10 people
• From across all levels and functions impacted by the
project
• Include experts – if they have open minds
• Include people with prior kaizen experience
• Include outsiders from unrelated functions to obtain
different points of view
– “Dumb” questions often stimulate innovative thinking
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13. Support and Infrastructure
• Eliminate interruptions for team members
– No cell phones
– No visitors
– Dedicated conference room
– Eat together
• Supplies
– Flip charts
– White board
– Snacks
• Management support
– Team members have full support of management
– Responsibilities are covered to eliminate interruptions
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14. Conference Room or Gemba?
• Important to “go to the “Gemba”
– “Gemba”: where the process actually occurs
• Kaizen can happen right on the factory floor or
information can be gathered at the process
• Conference room can be used for analysis and
discussion
• Don’t be afraid of going back to the Gemba to challenge
and test ideas
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15. Kaizen “Blitz”
• Total focus on a defined process to create radical
improvement in a short period of time
• Dramatic improvements in
productivity, quality, delivery, lead-time, set-up
time, space utilization, work in process, workplace
organization
• Typically five days (one week) long
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16. TYPICAL KAIZEN BLITZ
Day One:
• Education
 KAIZEN
 Lean
 Blitz process
 One piece flow
 5S
 Takt time
• Form into teams
 Team training
• Review target area
 Tour
 Process instructions
 Blueprints
• Clean area
 Floors
 Machines
 Cabinets
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17. TYPICAL KAIZEN BLITZ
Day Two:
Start cell designs
1. Brainstorm flow (type of machines)
2. Identify utilities
3. Identify tooling
4. Identify inventory (signaling)
5. Identify type of parts (SMED)
6. Identify inbound and outbound suppliers and
customers (carrier control)
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18. TYPICAL KAIZEN BLITZ
Day Three:
Rough out new cell design
1. Machine and bench placement
2. Tool and fixture placement (5S)
3. Utility drops
4. Hand tool storage
5. Kanban squares (size carriers)
6. New setup reduction methodology
7. Chalk up floor
Some teams “split up” into sub teams
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19. TYPICAL KAIZEN BLITZ
Day Four:
1. Move machines and connect
2. Move tools and fixtures onto/into position
3. Move inventory into Kanban areas
4. Practice “rapid” setup/changeover
5. Run cell
6. Start documentation
7. Painting
 Machines
 Lines on floor
 Etc.
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20. TYPICAL KAIZEN BLITZ
Day Five:
1. Realign cell
2. Make changes/adjustments, etc.
 Refine  Refine  Refine
3. Install sustaining processes
 Education/training
 Documentation (step-by-step)
 Measurements
 Control boards
 Disciplines
 Safety
4. Final cleanup
 Touch up, painting etc.
5. Final presentation
6. Victory dinner
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21. Kaizen Blitz Rules
• Be open to change
• Stay positive
• Speak out if you disagree
• See waste as an opportunity
• No blame environment
• Treat others as you want to be treated
• Ask the silly questions, challenge the givens
• Creativity before capital
• Understand the data and principles
• Just do it!
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22. Potential Roadblocks
• Too busy to study it
• A good idea but the timing is premature
• Not in the budget
• Theory is different from practice
• Isn’t there something else for you to do?
• Doesn’t match corporate policy
• It’s not improvement – it’s common sense
• I know the result even if we don’t do it
• Fear of accountability
• Isn’t there an even better way?
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23. Identify the Customer
• Value added is always determined from the customer’s
perspective.
• Who is the customer?
• Every process should be focused on adding value to the
customer.
• Anything that does not add value is waste.
• Some non-valued added activity is necessary waste
(“NVA-R”)
– Regulatory
– Legal
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24. Observe the Current Process
• Crucial first step in process improvement
• Deep understanding of the existing processes and
dependencies
• Identify all the activities currently involved in developing
a new product
• Observe the process first hand
• Flowchart the process
• Take measurements – time, yield, travel distance
• Identify Value Added (VA), Non-Value Added Required
(NVA-R), and Non-Value Added (NVA)
• Generally creates more questions than answers
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25. Types of Waste
• Overproduction
• Excess inventory
• Defects
• Non-value added processing
• Waiting
• Underutilized people
• Excess motion
• Transportation
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26. Flowchart
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27. Identify VA, NVA-R, and NVA
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28. Identify Root Causes
• Flow Charts
• Cause and Effect Diagrams
• Check Sheets
• Histograms
• Pareto Charts
• Scatter Diagram
• Control Charts
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29. Develop the Future State
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30. Implement the New Process
• Plan
– What specific changes need to occur
– In what sequence
– Resources needed – get commitment
– Impact on existing activities and functions
– Responsibilities
• Communicate
– Who, what, when
• Implement
– Execute the plan
• Modify
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31. Execute
• Develop a concise, achievable milestone plan
• Communicate the plan to everyone
– Suppliers
– Team members
– Customers
• Track activities in public
• Celebrate small victories and publicly analyze failures
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32. Typical Results
• 40 – 60% reduction of lead time
• 10 – 15% productivity improvement
• 10 – 20% reduction in rework
• Improved communication between functions and
departments
• Clearly defined customer needs throughout the value
stream
• Improved customer satisfaction
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33. Toyota
• Toyota implements one million ideas each year-That’s
3,000 ideas per day. Some of those ideas are single
hits, some are home runs.
• How many can your company develop in a year?
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34. Did you strike gold?
• Do you have an organization with passion for
improvement?
• Do they have a patient for persistence?
• Are you demonstrating a relentless effort to remove
barriers to flow and enhance organizational
performance?
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35. SUCCESS
Utilizing strategically employed Kaizen Events your
company can deliver superior customer
value, resulting in faster goods and services, at
lower cost, and with higher quality.
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36. MARINO ASSOCIATES, LLC
THANK YOU FOR ATTENDING THIS SESSION
CALL OR EMAIL MARINO ASSOCIATES FOR MORE
INFORMATION ON OUR
PROGRAMS, EDUCATION, AND ASSESSMENT
PROCESS
Phone 860-623-2521
Email-danam333@aol.com
Web- www.damarinoassociates.com
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